Tag: HMFC

Football fans raise funds in memory of former player David Hagen

Football supporters dig deep in memory of one of their heroes

Supporters of Falkirk Football Club, and those of other clubs across Scotland, have come together to pay their respects to former player David Hagen who sadly passed away last month after a long battle with Motor Neurone Disease (MND).

MND is a rapidly progressing terminal illness, which stops signals from the brain reaching the muscles. This may cause someone to lose the ability to walk, talk, eat, drink or breathe unaided.

David Hagen played with Rangers, Hearts, Falkirk, Livingston, Clyde, Peterhead and Bo’ness United.

As part of Falkirk’s regular 50/50 draw, supporters raised £3267 for MND Scotland to support the charity to fund vital research and support services for those affected by MND.

David began his footballing career locally in Falkirk before earning big moves in the senior game to Rangers and Hearts respectively. He joined Falkirk, and was a popular figure among the fans with a notable assist for Paul McGrillen in the 1997 Scottish Cup Semi-Final win against Celtic. David played 173 games for Falkirk over five years before continuing his career with Livingston, Clyde, Peterhead and Bo’ness United.

David’s Former Manager Alex Totten, along with his daughter Rhia Hagen presented a cheque to MND Scotland’s Chief Executive Craig Stockton.

Falkirk FC’s Commercial Director Kieran Koszary said: “The backing shown by Falkirk supporters, and those of other clubs, is a great testament to how highly David was thought of by everyone who knew him.

“We were grateful for the opportunity to pay our respects as his funeral cortege passed the Falkirk Stadium but also to make this donation to MND Scotland. We know the charity will work tirelessly on behalf of people like David and to support others affected by this terrible condition.”

Former Falkirk Manager Alex Totten said: “David fought a courageous fight against MND and will forever be remembered by everyone associated with the club. He was a good friend and a fantastic footballer and he’ll be greatly missed by his family but also by the friends he made along the way in his football career.

“The memories I have of David in the Challenge Cup Final against Queen of the South and his inspired performances in the 1997 run to the Scottish Cup Final will never leave me. He will be sorely missed.”

Accepting a cheque on behalf of the charity, MND Scotland’s Chief Executive Craig Stockton said: “We very grateful for this extremely generous donation and I would like to everyone who helped raise such a fantastic amount.

“Without supporters like this, we would not be able to continue providing essential physical, financial and emotional support to families affected by MND across Scotland, or fund cutting-edge research to find a cure.

“This is a wonderful tribute to David. During times like these, people with MND and their loved ones need us more than ever, so these funds will go towards helping us stay connected to families to ensure no one goes through MND alone.”

Heart of Midlothian FC: a statement from Ann Budge

Firstly, I hope you are all well and coping with the changes to daily life and challenges we all are facing in these unprecedented times. Please do continue to follow the latest government advice and stay safe.

There are obviously far more serious concerns in the world at this time and other matters I and those at the Club would rather be focusing on.

I feel, however, for the sake of our supporters I need to address the enormous amount of ill-informed and self-opinionated commentary coming from some sections of the media at the moment (in particular from The Sun and their usual pundits).

Please find below an accurate statement regarding how we at Hearts are dealing with the current crisis caused by the Coronavirus global pandemic.

Financial Position

Firstly, let me reassure all Hearts’ supporters that our financial position is no worse (nor better) than almost every other senior football club in Scotland, despite the recent continuous supply of mis-information and malicious speculation.

In line with most other Clubs, we aim to hold sufficient cash reserves to cover 2-3 months of normal trading operations.  The reason we are implementing cost control measures is because we could be facing up to 6 months of totally abnormal operations.

Given that we all know we have to plan for that eventuality, I see absolutely no reason for sitting back and waiting either on a miracle or for the Government to bail out every company in the country….in a timely enough manner.  Neither of these options is likely to happen and, therefore, I make no apology for putting immediate plans in place to mitigate the problems heading our way.

Nor do I make any apology for being open and transparent with staff, players and supporters about the potential scale of the issue.  Faced with this unprecedented set of circumstances, it is incumbent upon all employers to be totally upfront and open with their staff.  They, too, have to be able to plan.

In light of so much uncertainty, let me remind all of our supporters of a few important financial principles to which we, at Hearts, subscribe. 

Over the last 6 years:

·      We have always lived within our means and have never spent what we did not have.

·      We have not been building up cash reserves beyond the normal levels mentioned above.  Instead we have been investing to secure our long-term future.  I am hopeful that these investments will help us to recover quickly when this crisis is over.

·      We have managed cashflow very tightly during these years of investment.

·      We have NO external debt. While we do have some loans on the books, they relate entirely to money that I, either directly or through Bidco 1874, have provided to the club.  These loans have enabled our investment programme to continue apace.  Let me assure you that I have never had any expectation and nor does the club have any commitment that these will be repaid until the Club’s financial position is secure.

In short, despite the unsubstantiated claims in recent media articles, the financial management of our Club is as tight and professionally sound as any in the country.

Cost-cutting plans

Let me move on to explain the approach we are taking to managing down our costs over the next few months.

·      Clearly, Riccarton and Tynecastle are now closed down in line with the Government restrictions.  Equally clearly, however, we have a large number of fixed overheads, the costs of which we still have to cover.

·      The Government has announced a number of packages aimed at helping companies to stay in business during this period of close down.  We are following up on all of these initiatives.  However, in every case the devil is in the detail and none of these packages are as straight-forward as they might seem when reported in the headline announcements.  As an example, although it was announced that Banks would be able to help businesses of our size, having approached our Bank we have been formally advised that their policy towards Football Clubs hasn’t changed and they remain unable to lend to us!  I would stress that we are not alone in this.  This is not a Hearts problem; it is a Football problem.  We will continue to pursue this but it is indicative of the fact that Football is not very high on the list of priority sectors for support.

We are, of course, following up on all other packages including Rates relief and Job Protection schemes.  However, I repeat that there is a dearth of detail available as yet and it is incredibly difficult to be clear on what level of support we can get.

·      Payroll, as with all Clubs of our size, is by far our biggest monthly cost.  Notwithstanding the Job Retention scheme mentioned above, there is little doubt that we will have to implement a salary reduction programme across the Club.  We simply will not survive a 6-month close down, unless we implement this.

I have been roundly criticised for even suggesting such a thing.  However, as you will read below, our staff have been amazing.

There is wide-spread recognition that to get through this period, everyone has to stand together and do what they can.  This is the approach most likely to allow us to avoid redundancies and to save jobs and contracts.

Standing Together

Since announcing the proposed implementation of a substantial wage cut across all staff, coaches and players, the media pundits have been scathing in their criticism of apparent financial mis-management; clear indications of panicking; and the very suggestion that players should take a cut in wages is clearly a concept they don’t even begin to grasp.  (Possibly, because so many of them are themselves, former players.)  Fortunately, our players do not appear to have this same sense of entitlement.

I have detailed below where we are in our discussions.

·      On Monday, 16th March, I addressed a full gathering of players, coaches and back-room staff and explained the severity of the situation following the shut-down of football on 13th March.  I explained the immediate/short-term implications in financial terms, and stressed that despite what was being said publicly, the consensus, among most people involved in running football clubs in Scotland, was that football was not likely to start again until late July/early August.

I emphasised the importance of maintaining regular dialogue to enable us to provide as much clarity as possible during these uncertain times.  We set up a Communications Group to facilitate this.

·      On Tuesday, 17th March, I met with a large group of Senior Managers to discuss the full implications of the close down and to consider options.

Our over-riding principles were:

1.     To implement any changes at the end of April to give staff the chance to consider their own personal situations, while awaiting any Government interventions, the benefits from which would be used to limit any wage reductions.

2.     To avoid redundancies and protect all jobs and contracts.

3.     To treat all employees, regardless of status or roles, fairly and equitably.

4.     To take steps to protect staff and players on the lowest earnings.

5.     To ensure everyone knew that they should not panic and that they should discuss any personal financial challenges with their manager, HR or myself.  We would do everything possible to help people meet their financial commitments.

6.     Anyone who wanted to move on from the Club for whatever reason (e.g. disgruntlement, desire to go home/back to families, etc) should talk to us and we would try to help.

·      On Wednesday, 18th March, I arranged meetings at Riccarton and at Tynecastle to explain the proposed way forward to all.  I also spoke to Steven Naismith and asked him to relay the message to all players, who were already at home, via the aforementioned Communications Group.

Where are we now?

In a very short space of time, we were able to reassure a number of individuals who were worried about meeting their financial commitments; we were able to re-assure others who were worried about being out of contract; and we were able to expedite arrangements for those who wanted to get home as quickly as possible.

I received numerous emails, messages and visits from staff assuring me of their support and their belief that we will get through this by standing together.  A number of staff and managers offered to take no salary or a larger wage reduction to enable us to better support those who needed it more.

To summarise, I asked all employees to stand together to ensure we can survive the next few months.  Their response has been amazing.  Most of the staff agreed immediately. 

Given the added complexities around players’ contracts and the wide range of personal circumstances, a number of players are still reviewing their situations.  However, I believe we will reach a good outcome as I know they want to do what they can to support the Club.

Much has been made of an email, sent by our Head of Player Recruitment, to agents with regard to potential recruitment requirements once football resumes.

We must continue to plan for football returning and make sure we are in the strongest possible position possible when that happens.  I would however like to make it clear there is no pot of money sitting in the bank that could be going towards player or employee wages and there is certainly no intention of paying transfers fees under the current circumstances.

To summarise, we have consulted with a wide range of senior employees and managers and we have communicated fully to all staff in an open and transparent manner.  I did so quickly, not to create panic, but to give everyone time to plan and consider their own circumstances.  Cost-cutting is going to come and I see no point in sugar-coating this news.

What about Revenue Generation?

Clearly, opportunities to generate revenue are minimal.  We have kept our on-line store open to receive orders but, for reasons of social isolation, we are restricted in our ability to fill these orders.  Thank you to everyone who is supporting us in this manner.  We will, of course, fill all orders at the earliest opportunity.

We will be putting Season Tickets on sale as soon as we can.  Obviously, we are constrained in a number of ways, not least the uncertainty surrounding which Division we will be playing in, when this season will end and when next season will start. 

We will, however, put maximum protection and maximum flexibility into any terms and conditions surrounding the purchase of season tickets or hospitality packages.  I want to thank all of those supporters who have indicated that they are keen to support us in this way.

I have been overwhelmed by the support we have received from our sponsors and want to thank all who have been in touch and offered their backing at this time.

I also want to give special mention to the FOH Pledgers who are continuing to pledge, knowing how reliant the club is on this source of funding.  Once again, we can demonstrate that we have the best supporters in Scotland, given that pledger numbers and pledged amounts have increased since the scale of the difficulties facing the Club in the wake of the corona pandemic have become known.

Thank you all and please use our website and our social media channels as your source for accurate information.

Ann Budge is new patron of Care & Repair Edinburgh

Hearts owner and Chief Executive, Ann Budge, has been unveiled as patron to local charity Care and Repair Edinburgh which provides a vital lifeline service to older and disabled people across the city. Continue reading Ann Budge is new patron of Care & Repair Edinburgh

There but not there: Hearts’ fallen heroes honoured in national WW1 campaign launch

Ghostly figures of First World War soldiers or ‘Tommies’, have taken up their position on the Tynecastle turf  today as part of a new nationwide fundraising campaign to commemorate 100 years since the end of the Great War later this year. Continue reading There but not there: Hearts’ fallen heroes honoured in national WW1 campaign launch

Pilton gala queen’s now Queen of Hearts!

AnnBUDGE1

Local businesswoman Ann Budge hit the headlines this week when it was announced that she would give financial support to Hearts fans in their fight to save the club. It’s not the first time Ann’s come to the aid of a struggling organisation – back in 2010 Ann, who was born and brought up in North Edinburgh, sponsored a NEN initiative called ‘An Inspiring Community’.  Here’s the article:

An Inspiring Community?

This month, NEN launches a new feature, and we need your help and ideas.  We want to showcase the successes and achievements of people who live or have lived in the North Edinburgh area and who have, in major and minor ways, helped to make North Edinburgh the vibrant community it is.  Who inspired them?  Have they gone on to inspire others?  Have you or do you know someone who has achieved success against all the odds?  Do you know someone who has done something really inspirational?  We are looking to encourage people to believe in themselves and to show that humble beginnings need not be an insurmountable barrier to success.   If you have been inspired by others or if you know someone who is inspirational, we want to hear about them.

In a regular feature over the coming months we will highlight the people who have made a difference, and later this year we plan to hold a gala event to showcase all that’s good about inspirational North Edinburgh.

The feature is kindly being sponsored by IT entrepreneur Ann Budge, who won the accolade of Woman of Outstanding Achievement in 2009 following an outstanding career of over 30 years in the computer industry.  When she received the Entrepreneur of the Year Award in 2005, Ann was described by Entrepreneur Exchange President Sir Tom Farmer as ‘a tremendous icon for all businesswomen’.

Ann is very much a local girl made good.  One of five children, Ann was born and brought up in Royston, West Pilton and Drylaw.  Dad Jimmy was a docker and Esther, her mother, was a cleaner at the Western General.  She attended Pennywell School – which later became Inchview – and was West Pilton’s gala queen in 1960. Ann’s schooling continued as a bursary pupil at Trinity Academy, where she passed five Highers.

She then went on to study at Strathclyde University, where she gained an Honours Degree in Psychology.  At that stage in her life Ann had no clear idea of what career path she would follow, and got into computing almost by accident.  Following a comment from her sister – “Computers are the future; I don’t know what they do, but everyone is talking about them!” – Ann decided to find out more about computers and soon found herself on the first rung of the ladder in a new and developing industry.  She was taken on by Scottish & Newcastle Breweries as a graduate trainee and quickly showed her aptitude for systems analysis in the then exciting new world of computers.

Following a series of management promotions over the next 12 years Ann was head-hunted to join her future business partner Alison Newell at F International, a visionary computing company that actively encouraged the wider participation of women professionals in IT – particularly those with dependants.

In 1985 Ann and Alison set up their own IT company Newell and Budge, which proved to be very successful and the partnership lasted until 2001 when Alison Newell decided to retire.  Ann bought out her former partner, and the company continued to flourish – the annual turnover was then £38 million – attracting world-wide interest from the business community.  In summer 2005 Newell and Budge was sold to French giant SOPRA.

Ann stayed on as Chief Executive of Sopra Group UK, responsible for over 1000 staff across the UK, Ireland, North America and India.  One of the few women Chief Executives in the IT industry, she officially retired last year.  An honorary degree from Robert Gordon University summed up her remarkable achievements in a traditionally male dominated industry:  ‘Ann is an outstanding role model for women and an inspiration for everyone in computing”.

Ann is remarkably candid about her success, and her inspiration comes from very close to home.

“I laugh when I hear myself described as some sort of visionary entrepreneur – I don’t think I’ve ever had a vision in my life!   For me, throughout both my education and working life, it’s always been about hard work and being the best you can be.  My parents instilled in us from an early age the values of integrity and being honest.  They were very encouraging and supportive, particularly my mother – as children we were all encouraged to do your best, but never pressurised.  I was never boastful about being top of the class at school, but I know how proud it made my parents.  I know the sacrifices that were made to give me all the support they could and I always had a strong desire not to let them down”.

She went on:  “They were my role models and the values they taught us from an early age still hold true today:  you get nothing for nothing, if you want to get on you’ve got to work for it, be honest with people and, most important, look after your family.  We are still a very close-knit family”.

Despite a punishing work schedule that sometimes meant meetings in Edinburgh, London, Paris and India – all in a week – Ann has indeed always made time for family matters.

Ann’s sister said:   “To us, Ann is our sister first and foremost, not only a very successful business woman; she is part of a family circle in which she plays a big part.  Ann is supportive and inspirational to us all in many different ways. She spends a lot of time with her daughter, son in-law and granddaughter, she has a wonderful relationship with them, and as anyone who is busy knows this is never an easy balance to get right. Also her nieces and nephews have all benefitted from Ann’s willingness to give time to them and to listen and share ideas with them. She is always enthusiastic and encourages self belief in the younger members of her family. We are all very proud of her and her achievements”.

Ann also named two people from the world of commerce who she believes were influential on her career.  “Lesley Wise, who was my boss at Scottish and Newcastle, was an absolute autocrat and a very strong leader.  People respected him – maybe even feared him – because of his tough attitude. But in many ways he was a visionary, as he showed by encouraging and promoting woman within an industry which was predominantly a male environment.  I enjoyed working with him, he taught me a lot about IT and business management and we worked well together – perhaps he found it harder to be horrible to a woman!  Alison Newell had a very different management style – she really was a charismatic leader, the kind of woman you want to follow.  They were very different in style and personality, but both were inspirational in different ways and I was fortunate to work with them both.  I do believe in strong leadership – since early in my management career I’ve found that, for things to succeed, you’ve got to have strong leadership.”

So there is no magic formula to success, then?

“We came from a relatively poor background, but I was very fortunate because I had the right support at home.  I was never an ultra-confident person, but I’ve always believed that it’s perfectly possible to succeed – in life and work – through hard work, self-belief and striving always to do your best”.

Strong leadership, support, hard work and striving to do your best – qualities that will now be tested to the limit as she takes on the toughest challenge she – and the Hearts community – have ever faced.